December 2012 Archives

Leadership 11

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Previous week definitions:

  1. Leadership is a collection of essential personal skills that are to be learned in an ongoing basis; versatility is one of them. 
  2. Leadership helps a team to accomplish specific goals efficiently through the collaboration between individuals.
  3. Leadership can also be choices of actions made consciously and unconsciously from one's personal values and beliefs, which can affect other people in positive ways as well as be inspirational.

This week definitions: 

  1. Leadership is a collection of essential personal skills that are to be learned in an ongoing basis; versatility is one of them. 
  2. Leadership helps a team to accomplish specific goals efficiently through the collaboration between individuals.
  3. Leadership can also be choices of actions made consciously and unconsciously from one's personal values and beliefs, which can affect other people in positive ways as well as be inspirational.
  4. Leadership is made

Analysis of the differences in the definitions:

Quoting Lomas (2011), the author wrote,"He believed in listening to instinct and rarely lacked an opinion. He knew where he wanted to get to - and more often than not how to get there too", when describing about Steve Jobs, the man who was largely responsible for Apple Inc successful domination in the technological field. Besides that, Lomas also wrote,"Jobs structured and aligned Apple under the same principles he used when designing products - fashioning the company as an integrated whole, not a series of siloed functions. This structure was crucial to giving Apple the ability to both tightly focus and move quickly.". As a leader, Job made his actions to parallel with his beliefs,  helped units under Apple to become one strong team, and he inspired people with his management skills. His leadership, which fascinates me, is an example that supports both my second and third definitions of leadership.

References:

Lomas, N. (2011).  "Ten leadership lessons from the Steve Jobs school of management." Silicon.com.  Retrieved fromhttp://www.silicon.com/management/ceo-essentials/2011/11/18/ten-leadership-lessons-from-the-steve-jobs-school-of-management-39748225/

Leadership 10

| 1 Comment


Previous week definition:

  1. Leadership is a collection of essential personal skills that are to be learned in an ongoing basis; versatility is one of them. 
  2. Leadership helps a team to accomplish specific goals efficiently through the collaboration between individuals.
  3. Leadership can also be choices of actions made consciously and unconsciously from one's personal values and beliefs, which can affect other people in positive ways as well as be inspirational.

This week definition: 

  1. Leadership is a collection of essential personal skills that are to be learned in an ongoing basis; versatility is one of them. 
  2. Leadership helps a team to accomplish specific goals efficiently through the collaboration between individuals.
  3. Leadership can also be choices of actions made consciously and unconsciously from one's personal values and beliefs, which can affect other people in positive ways as well as be inspirational.
  4. Leadership is made

Analysis of the differences in the definitions:

I revisited the article written by Terry (2001) and I decided to take stand that leadership is made.   In my opinion, Kezar (2000) supported this definition through her positionality theory. The theory states that individuals' leadership perspective emerges from their unique experiences. Also, according to Clifton, Andersen, and Schreinder (2006), the inner self talents of a leader could only become strengths once pertinent knowledge and skills were "acquired". These ideas are acceptable for me; therefore I refused to think that leadership is born.   

References:

Clifton, D., Anderson, E., and Schreinder, L. (2006). StrengthsQuest: Discover and develop your strengths in academics, career, and beyond. New York: Gallup Press. Pages: 26 - 70.

Kezar, A. (2000). "Pluralistic Leadership: Incorporating Diverse Voices." The Journal of Higher Education, 71(6), Nov. - Dec., 2000, pp. 722-743. http://z.umn.edu/kezar

Terry, R. (2001). "Deciding what you believe." Seven zones for leadership: Acting authentically in stability and chaos (pp. 20 - 40). Mountain View, CA: Davies-Black Publishing, Inc.

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